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Business Application Services (BAS) Publications - HCM Advisory Board Meeting June 30, 2010

The following is a text transcript of the presentation made at the BAS (BAS) Oklahoma HCM Advisory Board meeting in June 2010.

Slide 1

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities
Current Project Status
HCM Commitments
Future Meetings
Prioritization, Organization and Issues
Feedback and Questions

Slide 2

HCM Advisory Board Contact Information

Michael Grisser - 522-1714 - michael.grisser@osf.ok.gov
Nancy Tarrant- 522-4363 - nancy.tarrant@osf.ok.gov
Alan Binegar - 522-1712 - alan.binegar@osf.ok.gov
Tom Patt - 522-0422 - tom.patt@opm.ok.gov
Everett Slavik - 522-0123 - everett.slavik@opm.ok.gov
Other Members
- Tom Spencer - 858-6737 - tspencer@opers.ok.gov
- Dan Melton - 232-1190 - dmelton@ebc.state.ok.us

Slide 3

HCM Advisory Board Members

Cynthia Zinn, Oklahoma Healthcare Authority
Margot Barnes, Oklahoma Department of Human Services (DHS)
Gary Sloup, Oklahoma Department of Transportation (ODOT)
Cindy Leonard, Oklahoma Department of Corrections
Leanne Beale, Oklahoma State Department of Health
Lucinda Meltabarger, Office of State Finance (OSF)
Lee Ann Gregory, Career Tech
Linda Phillips, Department of Public Safety (DPS)
Diane Haser-Bennett, DHS
Christina Hamilton, Department of Commerce (Commerce)
Ayana Wilkins, Department of Environmental Quality (DEQ)

Slide 4

Agenda

Introductions
Communications and Governance

Slide 5

Governance / Communications Approach

Partner Meeting

Senior management briefing
Strategy / Portfolio management
Permanent Members: OSF (Division of Central Accounting and Reporting (DCAR) and Information Services Division (ISD)). Office of Personnel Management (OPM), Department of Central Services (DCS)
Revolving Membership: ODOT, Oklahoma Employment Security Commission, DEQ, Commerce, DHS

Finance/Procurement Advisory Board

Management briefing
Process - Continuous Improvement
Led by OSF (ISD/DCAR)
Agency Financial Leadership

Human Resources (HR)/Payroll (PY) Advisory Board

Management briefing
Process - Continuous Improvement
Led by OSF & OPM
Agency HR/PY/Enterprise Learning Management Leadership

Production Specific Communications

Slide 6

Purpose of Partner Meeting

Quarterly review of projects
Communicate Plans, Status and Ideas
Communicate Resource Requirements
Receive Feedback and Guidance from Key Stakeholders

Stakeholder Communication & Feedback

Slide 7

Purpose of HCM Advisory Board Meeting

Bi-Monthy review of Human Capital Management (HCM) and Enterprise Learning Management (ELM) Systems improvement initiatives.
Communicate Plans, Status and Ideas
Review and provide input on ranking of priorities
Communicate resource requirements
Receive/Provide feedback and guidance
Focus on continuous improvement
Assist with building a best-in-class system

Communication/Feedback/Prioritization

Slide 8

What is this all about?

Continuous Improvement

Slide 9

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities

Slide 10

HCM Team Responsibilities

**Maintain the business services that are in production
**Provide continuous improvement
Implement new business services
Rollout business services to new agencies

**Represents items on which the HCM Advisory Board provided input.

Slide 11

Shared Business Services

Green - Implemented
Yellow - In process
Blue - Planned

Reporting/Business Intelligence

Transparency - Green
Project Analytics - Blue
Financial Analytics - Blue
Human Resources - Blue
Procurement & Spend - Blue

#/#

First Number - agencies live
Second Number - agencies in scope

Financial Management Systems

Payroll/Human Resources

Other

Extend / Collaborate

Strategic Sourcing - 1/? - Green	Employee Self Service - 125/125 - Green	ok.gov Portal - Green
Accounts Payable Workflow - Green	Manager Self Service - 1/131 - Green	Help Desk Self Service - Blue
E-Bill Payment - Blue	Enterprise Learning Management - 2/? - Green
E-Supplier - 1/? - Green
Expenses (travel) - Blue
eProcurement - Blue

Transaction / Streamline

General Ledger - 175/175 - Green	Human Resources - 132/132 - Green	Help Desk - 5/? - Green
Purchasing - 130/130 - Green	Payroll - 131/131 - Green	Licensee - Yellow
Account Receivable - 3/40 - Green	Higher Education Interface - Yellow	Grants Provisioning - Yellow
Asset Management - 5/128 - Green	Base Benefits - 131/131 - Green
Inventory - 1/?- Green	Time and Labor - Yellow
Accounts Payable - 175/175 - Green
Budget - 174/174 - Green
Billing - 2/40 - Green
Projects/Grants/Contracts - 1/40 - Green
P-Cards - Blue

Slide 12

Team Responsibilities

BAS Team Responsibilities

Image of a pie chart illustrating the percentage of responsibilities of the BAS team

Projects, 71%
Administration, 8%
Incident Problem - Assist Service Requests, 17%
Enhancement Service Requests, 4%

Resources Spend 71% of their Time on Projects and 29% on Support.

Slide 13

Incidents and Service Requests

August 2009 - 1,229

September 2009 - 1,398

October 2009 - 1,222

November 2009 - 1,216

December 2009 - 1,281

January 2010 - 1,804

February 2010 - 1,514

March 2010 - 2,250

April 2010 - 2,668

May 2010 - 2,344

The team closes on average 1,700 Support Service Requests or Incidents a month (increase of 200 over last reporting).

Slide 14

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities
Current Project Status

Slide 15

Completed Projects

Employee Self Service Rollout: Schedule, green; Budget, Green

Asset Management Pilot: Schedule, green; Budget, Green

HCM Functionality Enhancements: Schedule, green; Budget, Green

OESC Phase 2 - Grants/Projects/Contracts/Accounts Receivable/Billing (GPC/AR/BI): Schedule, green; Budget, Green

Slide 16

Portfolio/Project Framework

Portfolio (3 Year Plan)

Maintain
Operational Improvements
Define/Implement Services

Project Framework

Concept
- Identifies a project idea, potential benefits and initial scope
Initiation
- Defines and authorizes a project; obtains budgetary estimates
- +/- 50% Plan Update Portfolio and SCOREcard
Planning
- Defines objectives and plans the course of action required to attain the objectives
- +/- 10% Plan Updated Portfolio and SCOREcard
Execution
- Integrates people and other resources to carry out the plan
- Updated SCOREcard, Month Status
Close

Slide 17

Multi-Agency Business Services Opportunity Map

Images of a flow chart showing opportunities, phase and status for three-year period.

Assets

2010
- Asset Management Pilot, close
2011
- Asset Management Rollout, execution
- Asset Management ODOT, execution
- Scanning and bar coding, planning

Supply Chain Management

2010
- Integrated Item Maintenance, close
- Inventory Mental Health, execution, new project
2011
- Inventory Oklahoma Department of Transportation (ODOT), execution
- Inventory Implementation, concept
2012
- Inventory Rollout, concept

Financial Management

2010
- Deposits, close
- Office of State Finance (OSF)/ODOT Accounts Receivable (AR) Billing, close
- Backfill Developers, close
- Accounts Payable (AP) Workflow, execution
- EFT Remittance, execution, execution
- Treasury General Ledger, execution
- Travel and Expense, execution
- Backfill Developers, execution
2011
- Apply Bundles, concept
- eBill Pay, initiation
- Expense Module, initiation
- Voucher Build, concept
- PCard Bank of America (BOA) transition, concept
- 3% Backup Withholdings, concept
- Treasury Module, concept
2012
- Financials Upgrade, concept
- P-card Module, concept

Enterprise Service Automation

2010
- Grants, Projects, Contracts (GPC) Pilot OESC, close
- GPC ODOT, execution
- GPC Pilot Oklahoma Department of Corrections (ODOC) and Department of Environmental Quality (DEQ), planning
2011
- GPC Rollout, initiation
2012
- GPC Roldout, concept

Human Capital Management

2010
- Time and Labor (T&L) Pilot, execution
- T&L Manager Self Service Pilot, close
- Commitment Accounting Rollout, close
- HCM Functionality Enhance, close
- Employee Self Service Rollout, close
- T&L for Non Bi-Weekly, execution
- ODOT T&L Manager Self Service (MSS), execution
- Higher Education Interface, execution
2011
- T&L MSS Rollout, concept
- Apply Bundles 2011, concept
- T&L Rollout, initiation
- Leave Request Approval, concept
- Organization Publisher, initiation
2012
- Apply Bundles, concept
- E-Performance, concept

Other

2010
- Licensing, planning
- ARRA Transparency, close
- Grants Provisioning, planning
- Data Staging Area, close
- OpenBooks Phase 3, concept
- PeopleBooks 8.49, execution
2011
- Business Inteligence Financial Analytics, planning
- Archiving Phase 2, concept
- FFATA Transparency, concept, new project
- Governmental Risk and Compliance, concept
2012
- Training Web Delivery, concept
- Address Scrubbing Software, concept
- Budget, concept

Supplier Relationship

2010
- Vendor Registration, execution
- Strategic Sourcing - e-Supplier Rollout, concept
2011
- e-Procurement, concept

Slide 18

Projects in Execution Delivery Schedule

EFT Remit Advices, April-June 2010; within 10% of Plan.

PeopleSoft Extract Staging Environment, January-June 2010; within 10% of Plan.

Commitment Accounting Rollout, September 2001-June 2010; within 10% of Plan.

Backfill Developers June 2009-June 2010; within 10% of Plan.

AP Workflow, May-July 2010; within 10% of Plan.

Inventory Pilot DMH, April-July 2010; within 10% of Plan.

GPC, AR, BI for ODOT, OESC, July 2009-May 2010; within 10% of Plan.

Inventory ODOT, August 2009-July 2010

T&L Manager Self Service ODOT Pilot, March -July 2010; within 10% of Plan.

Time and Labor Pilot, June 2009-July 2010; within 10% of Plan.

DCS Vendor Registration, December 2009-August 2010; within 10% of Plan.

Treasury GL Implementation, April-August 2010; within 10% of Plan.

GPC, AR, BI, T&L, Extended, Commerce, DEQ, March-December 2010; within 10% of Plan.

Asset Management Rollout, April 2010-July 2011; within 10% of Plan.

Higher Education Interface, April 2010-September 2011; within 10% of Plan.

Slide 19

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities
Current Project Status
HCM Commitments

Slide 20

HCM Commitments

The HCM team will communicate status to agencies as well as receive guidance from agencies by conduction quarterly partner meetings and start advisory board meetings. We will also publish a bi-monthly newsletter.
The HCM team wants to place more emphasis and effort on operational improvements to better serve the system users. We will also engage agencies for continuous improvement ideas and ranking of priorities.
Time the team can commit to continuous improvement. We will engage with agencies to assist with testing and rollout of items.

Slide 21

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities
Current Project Status
HCM Commitments
Future Meetings

Slide 22

Future Advisory Board Meetings

Review any changes or enhancements to the system
Communicate status of changes or enhancements currently in process
Review and rank any new/proposed changes or enhancements
Provide users a forum to request changes/enhancements

Slide 23

Resources/Process for Future Meetings

Around 1 week before each future meeting we will provide a list of prioritized items
In the meetings, we will explain the items as necessary to provide additional clarity
We will solicit input/feedback on priority of the items
After each meeting we will send an updated (re-ranked) list and we will estimate what will be completed in the next 60 days

Slide 24

What We Need From You

Participate in the process
- Provide feedback on what you would like us to focus on
Look at the "Big Picture"
- What is best for the state as a whole
- What will provide the best value
Bring ideas for improvement
Assist with ranking priorities

Slide 25

Agenda

Introductions
Communications and Governance
HCM Team Responsibilities
Current Project Status
HCM Commitments
Future Meetings
Prioritization, Organization and Issues

Slide 26

Prioritization and Organization

What do we focus on and how do we rank items to be worked?

1. Production Impact (break fix)

Something that once worked but now does not
Something that has been found to be in inaccurate

2. Recurring Problem/Issue (problem log)

An issue that exhibits a pattern that can be corrected (root cause)

3. Service Requests

Requests from users to correct issues (not break fix), provide more data, enhanced data or additional functionality.

Slide 27

Issues
Issues	Solutions
1) The BAS team is striving to do a better job of communicating status and direction to agencies and receiving guidance from agencies.	Conduct quarterly partner meetings and start advisory board meetings. Publish a BAS newsletter bi-monthly.
2) The BAS team needs to place more emphasis and effort on operational improvements to better serve the system users.	Make continuous improvement a higher priority. Engage agencies for continuous improvement ideas and ranking of of priorities.
3) Time BAS team can commit to continuous improvement.	Engage with agencies to assist with testing and rollout of items. Commitment from management to dedicate more resources to continuous improvement.

Slide 28

Problems/Issues

	June 2009	July 2009	Aug 2009	Sept 2009	Oct 2009	Nov 2009	Dec 2009	Jan 2010	Feb 2010	March 2010	April 2010	May 2010
ARBI	0	0	0	0	0	1	0	0	0	0	0	0
CRM	0	0	0	0	0	1	0	0	0	0	0	0
DBA/System	0	0	0	0	0	0	0	0	4	0	2	0
Procurement	9	4	1	5	2	0	0	0	0	0	0	0
HRMS	11	7	24	13	10	3	6	10	12	14	15	11
Financial	16	15	14	10	4	14	8	8	6	1	2	7
EPM	3	1	0	1	0	0	0	1	0	0	0	0
ELM	0	0	1	0	0	0	0	0	0	0	0	0
Purchasing	0	0	0	0	0	0	4	8	0	0	2	0

Legend

ARBI - Accounts Receivable/Business Intelligence
CRM - Customer Relationship Management
HRMS - Human Resources Management Systems
EPM - Enterprise Performance Management
ELM - Enterprise Learning Management
DBA/System - Database

Slide 29

Problems and Issues

2009 Partial	2010	Description	Status
26	11	Incorrect Leave Accrual Date Entered in Date Planner	Resolved
0	15	End User Issues Pertaining to Terminations, Pay, Calendars, Time Administration	Resolved by Presenting Issues and Resolutions in Brown Bag Sessions
0	3	EBC file issues	Resolved - Fixed Program
0	2	Social Security Number entered incorrectly	Reviewed in Brown Bag Sessions
2	6	Payroll Unique Constraint	Resolved - Created Program
11	3	OLRS Reconciliation Issues	Resolution in process
11	4	OLRS Reconciliation Issues	Resolution in process
10	5	Missing Buffer Error	Training and communication required
0	1	Vendor Messaging - only getting partial information in Human Resources	Applied code from a PeopleSoft Patch
4	1	Off Cycle Calendar Issue	Communicated Change in Business Process
1	0	Remove old Payroll messages	Create Program to delete PY Error Message
4	5	Agency ran an off cycle against an on cycle calendar	Create program edit the pay run ID's

Slide 30

Application Enhancement Service Request Chart

August 2009: Pending, 63; Development, 27; User Access Testing (UAT), 30; Completed, 6.
September 2009: Pending, 58; Development, 35; UAT, 17; Completed, 16.
October 2009: Pending,56; Development, 33; UAT, 23; Completed, 14.
November 2009: Pending, 64; Development, 36; UAT, 23; Completed, 12.
December 2009: Pending, 54; Development, 47; UAT, 27; Completed, 8.
January 2010: Pending, 59; Development, 42; UAT, 24; Completed, 16.
February 2010: Pending, 72; Development, 37; UAT, 26; Completed, 9.
March 2010: Pending, 79; Development, 25; UAT, 23; Completed, 17.
April 2010: Pending, 122; Development, 27; UAT, 16; Completed, 19.
May 2010: Pending, 125; Development, 27; Configuration/Set Up, 7; UAT, 18; Completed, 22.